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The RAND Corporation (1989–2009)RAND and the Post-Cold War Pentagon

The RAND Corporation (1989–2009): RAND and the Post-Cold War Pentagon [As a social producer of rules and sectoral properties, the American military administration possessed an implacable capacity to influence the routines established during the Cold War. Our research convinced us of the existence of a direct relationship that goes far beyond the mere hypothesis of common sense: “1989: the Berlin wall falls, and then peace: the worst thing that could happen to us!” commented Jeremy Shapiro ironically. At the time of the interview, Shapiro had just left RAND to join Brookings.7 It is clear that we cannot understand how this rupture affected RAND, unless we bear in mind the “doxological order they broke with.”8 When questioned, Michael Rich, the executive vice president in fact stated:To understand the evolution of RAND since 1989, you need to go back to the 1960s. During that period, we decided to diversify our client base in order to work not only for civilian components of the Department of Defense but also for non-military-related organizations. Progressively our share of contracts with the air force decreased. We started to develop research activities on social and economic issues. A decade later, these were some of the pillars of our business model. Then, in 1980, Ronald Reagan became president and decided that government had to disinvest itself from all these sectors and inversely that the defense budget should be increased.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

The RAND Corporation (1989–2009)RAND and the Post-Cold War Pentagon

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Publisher
Palgrave Macmillan US
Copyright
© Palgrave Macmillan, a division of Nature America Inc. 2012
ISBN
978-1-349-34368-3
Pages
61 –78
DOI
10.1057/9781137057358_4
Publisher site
See Chapter on Publisher Site

Abstract

[As a social producer of rules and sectoral properties, the American military administration possessed an implacable capacity to influence the routines established during the Cold War. Our research convinced us of the existence of a direct relationship that goes far beyond the mere hypothesis of common sense: “1989: the Berlin wall falls, and then peace: the worst thing that could happen to us!” commented Jeremy Shapiro ironically. At the time of the interview, Shapiro had just left RAND to join Brookings.7 It is clear that we cannot understand how this rupture affected RAND, unless we bear in mind the “doxological order they broke with.”8 When questioned, Michael Rich, the executive vice president in fact stated:To understand the evolution of RAND since 1989, you need to go back to the 1960s. During that period, we decided to diversify our client base in order to work not only for civilian components of the Department of Defense but also for non-military-related organizations. Progressively our share of contracts with the air force decreased. We started to develop research activities on social and economic issues. A decade later, these were some of the pillars of our business model. Then, in 1980, Ronald Reagan became president and decided that government had to disinvest itself from all these sectors and inversely that the defense budget should be increased.]

Published: Nov 4, 2015

Keywords: Rand Corporation; Clinton Administration; Defense Department; Defense Budget; Strategic Study

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